Tackling adversity with open minds
Team personality composition facilitates shared leadership and team resilience
Bibliographic Data
| ID | 6415380 |
|---|---|
| Authors | Rebecca Mitchell (0000-0002-2059-5449, Department of Management Macquarie University Sydney New South Wales Australia), Shauna Von Stieglitz (Department of Management Macquarie University Sydney New South Wales Australia), Jun Gu (0009-0006-3712-6186, Department of Management Macquarie University Sydney New South Wales Australia), Brendan Boyle (0000-0002-6679-1584, Department of Management, Newcastle Business School The University of Newcastle Newcastle New South Wales Australia), Anthony C Ocampo (0000-0001-9380-227X, Department of People Management and Organisation, ESADE Business School Universitat Ramon Llull Barcelona Spain, corresponding author) |
| Year | 2024 |
| Volume | 74 |
| Issue | 1 |
| Publication date | 2024-08-20 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Applied Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0269-994X • E-ISSN: 1464-0597 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/apps.12568 |
| OpenAlex | W4401717562 |
| Language | EN |
| Citations received | 3 |
| References cited | 112 |
Resilient teams can efficiently resolve disruption and overcome adversity. Despite growing interest in building and maintaining resilient teams, our understanding of the factors that promote team resilience necessitates further theorizing and empirical testing. Based on conservation of resources and shared leadership theories, we propose that team member personality (i.e., mean openness to experience) serves as a resource that facilitates team resilience via shared leadership. Further, we argue that the strength of influence of shared leadership on team resilience is contingent on the variance of openness to experience scores among team members. We draw our conclusions from three studies (i.e., two recall experiments and a multi‐source field study) involving working professionals in virtual teams. Our findings shed light on the interactive role of team member personality in explaining team resilience, thereby extending our knowledge of the personality predictors of shared leadership and team resilience
Composition (language · Personality · Psychological resilience · Resilience (materials science · Team composition · Applied Psychology · Emotional Intelligence and Performance · Job Satisfaction and Organizational Behavior · Psychology · Resilience and Mental Health · Social Psychology
The Oxford Handbook of Stress, Health, and Coping
Functional relations among constructs in the same content domain at different levels of analysis
Resilience in the Workplace
Leadership in Teams
Resilience and Big Five personality traits
Relating member ability and personality to work-team processes and team effectiveness.
Deep-level composition variables as predictors of team performance
The double-edged sword of leader humility
Structural equations modeling
The Commerce and Crossover of Resources: Resource Conservation in the Service of Resilience
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations
Adaptability to Changing Task Contexts
Hierarchical representations of the five-factor model of personality in predicting job performance
Shared Leadership in Teams
Attentive Turkers
Using theory to evaluate personality and job-performance relations
A new criterion for assessing discriminant validity in variance-based structural equation modeling
Statistical power analyses using G*Power 3.1
TurkPrime.com
Getting to the “COR”
Answers to 20 Questions About Interrater Reliability and Interrater Agreement
Buffer or boost? the role of openness to experience and knowledge sharing in the relationship between team cognitive diversity and members’ innovative work behavior
Bad, mad, or glad? Exploring the relationship between leaders' appraisals or attributions of their use of abusive supervision and emotional reactions
An integrated perspective on individual and team resilience
Leader Member Exchange in Leaders’ Support for Voice
Navigating team resilience
Team personality composition and team innovation implementation
An Index and Test of Linear Moderated Mediation
Conservation of Resources in the Organizational Context
Is Team Resilience More Than the Sum of Its Parts? A Quantitative Study on Emergency Healthcare Teams during the Covid-19 Pandemic
Shared leadership
What lies beneath resilience
A Meta-Analysis of Shared Leadership
The call for an increased role of replication, extension, and mixed‐methods study designs in organizational research
A multilevel investigation of predictors and outcomes of shared leadership
Not if, but when we need resilience in the workplace
Short and extra-short forms of the Big Five Inventory–2
A very brief measure of the Big-Five personality domains
Heritabilities of Common and Measure-Specific Components of the Big Five Personality Factors
Relations between personality and coping
Bounded openness
Establishing a causal chain
Personal echo chambers
Creativity, divergent thinking, and openness to experience
Do we become a different person when hitting the road? Personality development of sojourners
Openness to experience and culture-openness transactions across the lifespan
The structure of phenotypic personality traits
The critical incident technique
Social consequences of experiential openness
| Unique citing works | 3 |
|---|---|
| Citations per year | 3 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 3 |